Implementation
The implementation phase of the project includes Lewin’s second stage, Moving. Yonder-Wise (2015) states that the arranged and strategic interventions and strategies are implemented to support the execution of the change ( p. 308). This second segment is compared to Lippitt, Watson, and Westley steps four, five, and six. These phases include selecting the change objective, deciding the appropriate roles for the change agent, as well as preserving the change (Mitchell, 2013). This nurse made the appropriate arrangements needed with the office manager to print the educational tools for the nurses. The ink and paper used was provided by funds from the education department. Theses were then added to a folder at both of
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Each nurse on staff verbalized that their confidence level increased post employee training. Many also commented on the new tool implemented in regards to the ease of use and helpfulness. The long-term goal of noting a lower BMI for the client and the client or guardian verbalizing a positive increase in moods emotionally and socially, was not as successful as the short-term goal. This was related to the amount of clients whom did not return to the office for weight checks as well as incompliancy in return calls from the families.
The long –term goal may be better met in the future as this project of change continues within the office. Making revisions in the plan for a more accurate and successful way of tracking patient progress would enhance this system. This level of success will be measured by observation and surveys of the patient and the family upon returning or calling the clinic.
Plans for Stabilization The final stage of implementing a change process according to Lewins, is refreezing. During this stage the change is continued and supported within the specific environment. The final stage according to Lippitt, Watson, and Westley, is phase seven, dismissal of the relationship that is aiding the change. The change is now successfully and permanently established during the final stages of change. The nursing staff at Purcell Medical Center was
According to Porter-O’Grady, 2016 et al p 324, our healthcare systems today are at the center of what is considered major change. Much of the change today is directly related to the foundational principles, concepts and associated with complexity in systems and relationships, and an understanding by nurse leader and follower; of what it takes to make meaningful change. Nurse Leaders, registered nurses, advance practice nurses, and other followers, at every level of our organizations must be increasingly aware of meaningful and sustainable changes that improves our healthcare systems (Porter-O’Grady, 2016 et al p 324).
In a project the communication level is a very important part from the beginning to the end of project close out and completion stage. This method in the plan is extremely necessary and it is a needed tool that helps assist the project team, the stakeholders, and the executive team of Enterprise. This tool is effective and it makes sure all members involved with the project is on the same level of understanding, it makes sure all involved stays updated on the
Implementing a change in practice within these environments can produce anxiety or fear of failure in nurses, leading to a resistance to change. Several studies (Bozak, 2003; Lehman, 2008; Spetz, Burgess & Phibbs, 2012) expounded the need for a concise plan and clear communication between nurses and management when implementing a change of this nature. The use of Lewin’s Change Management theory can support nurses through the transitions and identify areas of strengths and resistances prior to implementing change. Without a framework for guidance, it can be difficult to keep on track.
This plan will take 10 weeks to accomplish. Week 1, flyers will be made and distributed, so that all staff is aware of the changes being implemented and can plan to make this change. It will also give staff an opportunity to voice any concerns related to the changes and fill out the initial survey which is in Appendix B. This week will also be used to gather any resource materials needed to help with implementation of skills. Week 2 will be used for coordinating instruction and teaching with unit managers. Weeks 3 & 4 will be used to review the process of shift change report and how communication occurs between nurses, from nurse to patient and from nurse to physician. Staff interdisciplinary interactions will also be reviewed to find weaknesses in communication and teamwork. Week 5 will be used to review incident reports, to determine the gaps and what the staff needs to know to make incident reporting more effective and efficient. Week 6 will be used to arrange teaching times. This week will also be used to find teaching facilitators to teach the rest of the
Implementing a change project is a challenging step of the Capstone Change Project. This paper focuses on steps that must be taken to implement a change, strategies to ensure the success, involved stakeholders and their roles, educational requirements, safety issues, ethical considerations, and external or internal regulations’ effects on the process. It also include the change theory, nursing theory, and evidence based practice influences on the implementation process.
In today's session, Group members were presented with education regarding the stages of change and the characteristic of each stage of change. Group members were then identified and shared which stage of change that he/she presently was in; and discuss how to progress to the next stage of change.
The final identified recommendation is the use of a standardized action plan format that will provide the framework for change. Defined expectations and deadlines will ensure that progress is maintained amongst the numerous and diverse clinical settings. My role-modeling of this step will teach my management team how to utilize this tool as well as assist with setting the expectation that they utilize the tool with their staff members as well.
Work sheet was used to identify gaps and practice change in our assessment, documentation and care
The next stage is moving. This step requires reeducation with exactly what is expected during this change, and the tools that will be needed. As the nurse manager, you will need to reinforce how this change will increase patient care and safety.
The nursing staff will have the most important role in this process change. The nurses are the ones who see the patients first. The nurses will need to be onboard and understand that this process change will help us give our patients the knowledge they need as well as increasing their satisfaction. Each nurse will be responsible for maintaining the educational materials while making sure the information is accessible to our patients. An important part of this process change is to make sure the staff is onboard and the patients are receiving the information. The nurses will be able to influence and hold each other accountable for this process change. The nursing staff has the best interest of the patients and want to provide the best care they can. The nurses have the power to either bring this project along or they can hinder this
Lippitt’s Phases of Change Theory Lippitt, Watson, and Westley (1958) extend Lewin’s Three-Step Change Theory. Lippitt, Watson, and Westley created a seven-step theory that focuses more on the role and responsibility of the change agent than on the evolution of the change itself. Information is continuously exchanged throughout the process. The seven steps are:
Kurt Lewin (1947) divides the change process into 3 steps. Unfreezing, Changing and Freezing. It is a very simple and practical model for understanding the change process. It is widely used and is a basis for many change models. He widely stages them as follows:
Lewin called the final stage of his change model freezing, but many refer to it as refreezing to symbolize the act of reinforcing, stabilizing and solidifying the new state after the change. The changes made to organizational processes, goals, structures, offerings or people are accepted and refrozen as the new norm or status quo.
Perfect implementation after planning of the project. Scheduling and sequencing the project with assessment steps to decrease chances of failure.
Value engineering is a systematic method to improve the "value" of goods and services by using an examination of function. Value, as defined, is the ratio of function to cost. Value can therefore be increased by either improving the function or reducing the cost. It is a primary tenet of value engineering that basic functions be preserved and not be reduced as a consequence of pursuing value improvements.